This course focuses on a range of management techniques. You’ll discover the main skills and competencies of effective leaders, and how to distinguish between management and leadership. The course will cover team dynamics, how to build effective relationships, key motivation theories, and how to use communication to best effect.
This course forms part of a specialisation from the University of London designed to help you develop and build the essential business, academic, and cultural skills necessary to succeed in international business, or in further study.
If completed successfully, your certificate from this specialisation can also be used as part of the application process for the University of London Global MBA programme, particularly for early career applicants. If you would like more information about the Global MBA, please visit https://mba.london.ac.uk/.
This course is endorsed by CMI

KX

It's rare to be able to say a module changed the way you think and how you behave. I wish I had encountered this sooner in my career.

DB

Mar 06, 2019

Filled StarFilled StarFilled StarFilled StarFilled Star

Very good content and a great way to enhance my understanding of these key principals.

Из урока

How to Measure a Manager's Level of Effectiveness

This week we will be looking to explore the following key areas;<BR>* the key aspects of management, both in theory and reality<BR>* the similarities and differences between leadership and management<BR>* how the stakeholder added value of a manager’s contribution can be measured<BR>* the essential requirement for a manager to embrace and successfully manage change<BR><BR>At the end of this week, learners will be;<BR>(1) able to understand and apply the key attributes of a manager<BR>(2) aware of the possible differences between a leader and a manager<BR>(3) able to measure levels of a manager’s performance and organisational added value<BR>(4) familiar with the key stages of effective change management

Преподаватели

David James

Founder and Director, DJ Learning Ltd

Текст видео

[MUSIC] Looking at Mintzberg's Framework. His framework said that, there were three main categories of key managerial attributes. They were Interpersonal, Informational, and decisional. So we're going to explore the components, under each of those three key areas. So, under Interpersonal, the first area that he highlighted was being a Figurehead. What that meant was that as a manager, it needed to be clearly evident that you were the manager or you are the manager. Everybody knew you were, you were the focal point of that particular organizational unit. Now that can be, because something simple, where you sit. That can be something simple like, where you're labeled in the organizational hierarchy. It can be by title, it can be by role. It can be by all sorts of things. But one way or the other, you clearly need to be seen as being a figurehead. Secondly, you need to be seen to be a Leader. Now, what we'll have seen elsewhere in this course of study that there is considerable debate, always has been, always will be about whether a job role with authority or responsibility, is a manager, or a leader, or a combination of both. Or there is a view that says, well, actually, does it really matter? Lots of different perspectives that you might discover along the way. Of this course of learning and other courses of learning you might do subsequently, but for the purposes of ‎Mintzberg, he said that a manager also needs to be able to be a leader. And in this context that meant as well as if you follow the line, managers look to get things done, to manage a resource that the completion of different tasks and responsibilities. Whereby, a leader, some would say, do things slightly different. So, to inspire, to engage, to empower, to role model. It's a slightly different skill set. So Mintzberg argued, that a manager should also be a leader as well as being a manager. So the next area under the Interpersonal side of Mintzberg's framework that he saw, as being really important for a managerial attribute, was the ability to be a Liaisor. So, to be able to have really good stakeholder relationships. That means, interacting collaboratively with all the key internal and external stakeholders. Looking to establish, build and maintain really two way collaborative relationships. Could be underpinned by an SLA, terms of engagement, could be formal or informal. But building these stakeholder relationships is really, really important aspect of Mintzberg's framework. So, under Interpersonal, we've got three main attributes, being seen as a Figurehead, as a Leader, and as a Liaison point. The next aspect according to Mintzberg's framework, was Informational. Quite a word, Informational. And the first part of this, was for a manager to be able to Monitor effectively. So, the translation of that in a workplace environment, is being able to know what's going on. To have a really good idea of what is happening. How, where, why and when. So, could be done as simply as having a Gantt chart, could be done by having process maps, could be done by just having a diary kept. But one way or the other, a manager needs to be really aware of how progress is being made against plan, so monitoring what is going on. So to be forewarned is to be forearmed, if you're monitoring something, any deviations to plan get flagged up, you can do something about it, proactively rather than reactively. So the ability to Monitor is very, very important. Next, under the informational side is for a manager to be seen as a good Disseminator. So, sharing your information with his or her colleagues. So, disseminating information and in a managerial position, you might have information that's come from higher up in the organization that you need to share. You might have some external information that you need to share. You might have some information from elsewhere in the organization, that you need to share. So sharing that, so disseminating it effectively, timely, clearly, so that everybody knows is very, very important under informational. The next area, and the third and final area under Informational is being seen as a Spokesperson. That could mean anything, because it depends on what managerial role that we are talking about. It could be being a Spokesperson for your function that you're responsible for at a senior meeting. It could be, being a Spokesperson with an external agency. So perhaps, you're a manager of a HR function, and you have meetings with recruitment agencies or outsourcing agencies. It could be, that you're a Spokesperson because you've got to liaise, so Interpersonal as well with the union or the media. It's all sorts of different connotations, with the all of these different factors from Mintzberg's model. Let alone Spokesperson, that we're talking about now. So under Informational, as there was with Interpersonal, there are three main areas. Being able to Monitor, to be able to Disseminate information, and to be able to be seen as a Spokesperson. The third and final area under Mintzberg's framework, is what he called Decisional and there are four main areas here. So that takes a total three for Interpersonal, three for Informational and four for Decisional. And the first of those, is being seen as an Entrepreneur. That is a private sector type of phrase probably. But in this context, Entrepreneur means being able to manage the unit's functions that you are responsible for, in a really cost effective planned productive way. In the private sector, it would allude to looking to maximize profits, for example, making the best, best decision for the business. Whereas if you were in the private sector, being Entrepreneurial would mean things like, getting the best out of the available resources, getting a greater output from less budget. So, same principle applied in different situations. The second of four areas under Decisional, is being able to be what Mintzberg called a Disturbance Handler. And being a Disturbance Handler, is within your area of responsibility. Chaos breaks out, conflict emerges, some sort of disruptive element emerges. As manager, you have complete responsibility in that sense for sorting it out. So, if we take conflict management as an example of being a Disturbance Handler, lots of different views on this, but if we look at a conflict situation. In many, many cases if a conflict situation is managed or not managed effectively. The result can be divisive, it can be irreversible and in a team situation could be fatal, it could be poisonous. On the other hand, if a conflict situation is managed by mediation, by looking to recognize each other's start points. By looking to try and find a middle ground. Managing a conflict, so managing a disturbance, can actually lead to a more powerful outcome. So, quite clearly, it depends on what the situation is. But a key influence on how the outcome, is go to depends on how the manager, manages his particular disturbance, key influence on what happens as an outcome. The third of four areas under Mintzberg's framework as a Decisional perspective is as a Resource Allocator. Now we know in almost, if not all organizations. Resources are not infinite far from it. In today's even more competitive arenas. Public sector, private sector, European, global. It is becoming more and more competitive. The demands in organization, should be coming greater, and greater, and greater. One of my old bosses used to call it getting more from less. So you would have less resources. You would have less people, you would have less budget. But you know, that the expectations that the organizations will have of you, with less of all of these things, is to deliver more. So within the context of shrinking resources being given to you as a manager, without any doubt the expectation is within this less resource allocation, you are expected to deliver more. So what that means is, how you allocate those resources so how you prioritize what resources you use where, and how, and with what purpose, and on what desired outcomes becomes even more important. Because you have less resources to play around with and therefore, less room to make an error. Really key element of MIntzberg framework in that one. And then the final one, so tenth of ten but the fourth under Decisional in the Mintzburg framework is Decisional. So the ability to make Effective decisions, which sometimes can be informed because you have time to research them, sometimes can be ones you have to make immediate because that is the situation that you're faced with. Very often can be put into a situation where you can prioritize, and you can prioritize according to relative impact, relative time scales, relative resource implications. You can also allocate according to time. So maybe, put decisions into short term, medium term, long term, one off, recurring, it depends. As a manager, you'll probably be faced with combinations of all of those. But under Mintzberg's framework, the Decisional skill is one that is seen as a priority for you to be able to demonstrate. So, in this video, we've gone through and looked at the key elements of Mintzberg's Frameworks. And we've seen that there were three areas for you to really think about, how they work in your managerial portfolio under Interpersonal. Three for you to think about under Informational. And four for you to think about under Decisional. What we're now going to do, is to give you a link to an article which looks at Fayols principles of management. So, that then means once you finish that, you'll be able to listen to, think about and reflect what you've heard about Mintzberg. And then read, reflect and think about what you've heard about with Fayol and compare and contrast the two and just to see where they align, where they differ and how both apply to any working worlds that you have experienced so far. [MUSIC]